Knowledge and Strategy
Michael H. Zack
Elsevier, 1999 - Business & Economics - 312 pages
This is the first knowledge book in the Resources for the Knowledge-Based Economy Readers' series to link the two hot topics of knowledge and strategy. The book centers around the concept of treating organizational knowledge as a valuable strategy asset. Knowledge strategy is a natural extension of the historical development of business strategy in general. The book includes seminal articles on the subject as well as an introduction written by Michael Zack.
Links together knowledge and strategy
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ability activity analysis approach assets behavior business strategy C-space capabilities approach capital codified company's competitors contracts control theory coordination core competencies core products corporate costs create critical culture customers differential diffusion dynamic capabilities effective efficiency employees environment example exploitation external learning firm firm's Harvard Business Harvard Business School identify imitation important increase individual industry innovation intangible resources intellectual internal investment know-how knowl knowledge groups knowledge integration knowledge strategy learning-by-doing leverage manufacturing NBFs nodes operating opportunities organization organizational capability organizational culture Organizational Learning patent Penrose performance pharmaceutical portfolio position potential Prahalad problem profits rents replication reputation requires resource-based view resources and capabilities Ricardian rents Rumelt share skills sources specific Spender Strategic Management Journal structure success sustainable competitive advantage tacit knowledge Teece theory tion trade secrets transfer unique variables workers